Toyota's warehousing system and operations are strategic to maintaining the cost and efficiency of spare parts deliveries, especially considering the volume of parts and l list of requests they manage. The volume that goes in and out of major parts centers every day is simply fascinating. Their facilities in Ontario, California and Kentucky stock approximately 260,000 unique parts and ship approximately 115,000 order lines each day. Dealing with this complexity every day requires a large number of regular procedures and systems, as well as excellent inventory visibility. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay North American Parts Operations has several parts delivery centers and company-owned models in North America. According to Swartz, ''Keeping these important operations in-house is a priority for Toyota, particularly when it comes to implementing the Toyota Production System (TPS) and its procedures. The most important change in recent years has been the growth of sourcing in North America: a few years ago 65% of the spare parts transported by NAPO came from Japan or were cast there, with 35% coming from North America this ratio is upended, impacting transportation routes, space and control at key parts centers. The Hebron PCK, which is the main warehouse for North American production parts, now operates two shifts and has increased its working hours. Warehousing was also a completely new operation, as the Japanese parts supply chain has a unique character and consists of a robust network of small delivery centers that deliver to suppliers several times a day. There has been a decline in Japanese-sourced parts which has freed up some warehouse capacity, but PCC still has more than 185,000 distinct parts and 35,000 order requests per day. The CCP has played a vital role as Toyota's exports surpass the US increase, shipping containers not only to Canada, Mexico and Puerto Rico but also to countries in the Middle East, etc. The Los Angeles parts distribution center is a great example of the efficiency and ergonomic measures that Toyota has implemented in its PDCs, many of which are created in huge manufacturing centers. Please note: this is just an example. Get a custom paper from our expert writers now. Get a Custom Essay The LAPDC benefited from a definite "rejuvenation" between 2009 and 2013, which Toyota carried out without ending their operations, for example their parts are now maintained in relation to their frequency with 80% of mostly collected and checked pieces stored in their so-called "rejuvenation" ''Golden Shelves'' which require light mixing or reaching. The Warehouse has made improvements in achieving its quality and Kaizen objectives. Last financial year it reduced transport errors by 14% compared to last year by analyzing one error for every 1400 lines distributed, it also reduced waste when retailers are incorrectly told about a portion of its inventory by 15%.